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CEO Moves this week include:
|U.S. Shipping Corp
|Citi Trends, Inc.
|Lot 78, Inc.
|Apex Parks Group
|Bedford Technology
|Macy's, Inc.
|Nuclear Threat Initiative
|Valent Mordan
|Coca-Cola Company
|ImaginAb Inc.
|Boston Biomedical
|John Wiley & Sons, Inc.
|CURT Manufacturing, LLC
|CKE Restaurants Holdings, Inc.
|Techniks Industries
|KEW, Inc.
|Silver Bullet Water Treatment, LLC
|V-One Sports
|WASH Multifamily Laundry Systems
|RPX Corporation
|The National Mobility Equipment Dealers Association
|American Association of Clinical Endocrinologists
|Seabreeze Property Services
|Daimler Trucks
|Affinity Health Plan
|Forty Seven Inc.
|DEI Holdings'
|Illumitex, Inc.
|Comcast Corporation
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Should you have any CEO Moves to report, please email us.
CEO Moves is published by Samuel Dergel (Executive Search Consultant with Dergel Executive Search). Samuel can be reached by email at email@example.com or by phone at +1 (415) 738-2070.
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U.S. Shipping Corp [EDISON, N.J.] announced the appointment of Albert Bergeron, the Company's Chief Financial Officer, to Chief Executive Officer. Bergeron will replace Michael Ryan, who has resigned. Bergeron will also hold a seat on the Company's Board of Directors.
Citi Trends, Inc. [SAVANNAH, Ga.] (NASDAQ: CTRN) has appointed Bruce Smith, the Company's Chief Operating Officer and Chief Financial Officer, as Acting Chief Executive Officer. Jason Mazzola has resigned as CEO and a director of the Company to pursue another opportunity. Smith has been the CFO of Citi Trends since April 2007 and has served as its Chief Operating Officer since March 2015. Prior to joining Citi Trends, Smith served as CFO and Executive Vice President of Hancock Fabrics Inc. Prior to that, he served as CFO and Executive Vice President of Fred's Inc.
Lot 78, Inc. [TOLLAND, Conn.] (OTCPink: LOTE) announced David Schmid as its CEO. David has held key positions within the company including Chief Financial Officer, Chief Investment Officer and Chief Operating Officer.
Apex Parks Group [ALISO VIEJO, Calif.] announced the appointment of John Fitzgerald as Chief Executive Officer. He most recently served as park President, VP and General Manager at Six Flags' parks in New Jersey, including Great Adventure. Before Six Flags, Fitzgerald was a general manager and executive at several domestic and international theme parks. He most recently served as a consultant to Apex on strategic initiatives. Fitzgerald succeeds the late Al Weber, a visionary in the field of family entertainment.
Bedford Technology [WORTHINGTON, Minn.] announced it has promoted Jeff Breitzman to the role of chief executive officer and president. Bedford hired Breitzman in 2010 as chief operating officer as part of a long-term succession plan for the senior management team. Breitzman was promoted to the position of president in 2015. Bedford's founder and former CEO, Brian Larsen intends to cut back his day to day involvement in the business and will transition into an advisory role. Prior to joining Bedford in 2010, Breitzman held executive roles with Huffy Sports, Daktronics and was president of Rainbow Play Systems.
Macy's, Inc. [CINCINNATI] (NYSE: M) announced Jeff Gennette as chief executive officer. Gennette succeeds Terry J. Lundgren, who will continue as executive chairman. Prior to CEO, Gennette was president of Macy's, Inc. since March 2014. Previously, he was chief merchandising officer of Macy's, Inc., a position to which he was appointed in February 2009. Gennette began his retail career in 1983 as an executive trainee at Macy's West in San Francisco. He held positions of increasing responsibilities, including vice president and division merchandise manager for men's collections, and senior vice president and general merchandise manager for men's and children's. In 2004, Gennette was appointed executive vice president and director of stores at Macy's Central in Atlanta. During his career, he also served as a store manager for FAO Schwarz and director of stores for Broadway Stores, Inc. From February 2006 to February 2008, Gennette served as chairman and chief executive officer of Seattle-based Macy's Northwest. February 2008 to February 2009 brought him back to San Francisco as chairman and CEO of Macy's West.
RichRelevance® [SAN FRANCISCO] announced the appointment of Carl Theobald as President and Chief Executive Officer. Former RichRelevance President and CEO Eduardo Sanchez will remain with the company as a Board Advisor. Theobold most recently served as CEO of FollowAnalytics. Prior to that, Theobald served as CEO of digital commerce platform Avangate. Theobald began his career within the Oracle product organization and ultimately served as the VP of CRM Products.
Nuclear Threat Initiative (NTI) has named former U.S. Secretary of Energy Ernest J. Moniz as the new chief executive officer and co-chairman of the Board of Directors effective June 1, 2017. Moniz served as the Secretary of Energy at the U.S. Department of Energy during the Obama Administration. He is a physicist with a long and distinguished affiliation with the Massachusetts Institute of Technology (MIT), where he is currently a part-time professor of physics post-tenure and special advisor to the president. His previous MIT roles included head of the Department of Physics and director of the Bates Linear Accelerator Center. He was also the founding director of the MIT Energy Initiative. He previously served in government as Associate Director for Science in the President's Office of Science and Technology Policy and as Undersecretary of Energy during the Clinton Administration
Valent Mordan [DALLAS] announced that John Valenti has been appointed as Chief Executive Officer. Prior to Valent Mordan, John spent 17 years as a Partner with Kenexa.
The Coca-Cola Company [ATLANTA] (NYSE: KO) announced James Quincey President and COO as Chief Executive Officer on May 1.
ImaginAb Inc. [LOS ANGELES] announced the appointment of Martyn Coombs as Chief Executive Officer. Most recently Coombs served as president of Jubilant DraxImage Inc. Coombs has also held senior leadership roles at Amersham (now GE Healthcare) and Nihon Medi-Physics, where he was the number two executive. Previously, he served as CEO of Asterand plc.
Integreon [NEW YORK] has appointed Bob Rowe as Chief Executive Officer. Rowe will also join the Board of Directors. Robert Gogel, CEO of Integreon since 2011, will transition his role to Rowe and will assume the role of non-Executive Chairman of the Board. Rowe most recently served as the practice leader of Huron Legal. Prior to Huron, Rowe founded and served as CEO of Nextra Litigation Solutions. During his career, Rowe also spent ten years practicing antitrust law in Washington, D.C. with several Am Law 100 firms and clerked for the Honorable Cornelia G. Kennedy of the United States Court of Appeals for the Sixth Circuit.
Boston Biomedical [CAMBRIDGE, Mass.] appointed Patricia S. Andrews as Chief Executive Officer. Andrews will succeed Chiang J. Li. Andrews joined Boston Biomedical in 2013 and was promoted to Chief Operating Officer in 2015. Prior to joining Boston Biomedical, Andrews served as Chief Commercial Officer at Incyte.
John Wiley & Sons, Inc. [HOBOKEN, N.J.] (NYSE:JWA) (NYSE:JWB) announced the appointment of David C. Dobson, Chief Executive Officer at Digital River. Dobson joined Digital River in February 2013 as the company's Chief Executive Officer. Before joining Digital River, Dobson served as executive vice president and group executive, Global Lines of Business, at CA Technologies. From 2009 to 2010, Dobson served as President of Pitney Bowes Management Services, Inc., as Executive Vice President and Chief Strategy and Innovation Officer of Pitney Bowes Inc. from 2008 to 2009. From 2005 to 2008, Dobson served as chief executive officer of Corel Corporation. Prior to that, Dobson spent 19 years at IBM where he held a number of senior management positions.
CURT Manufacturing, LLC [DALLAS, TEXAS] announced the appointment of Roch (Rock) Lambert, as the company's new Chief Executive Officer. Lambert will succeed, Greg Hooks, who will continue to serve as a member of CURT's Board of Directors. Curt spent many years with the BRP Group (Ski Doo Sea Doo) and his earlier career includes positions such as Plant Engineering Manager, Operations Vice President, Vice President & General Manager and CEO. He has spent the last twenty years of his career in senior executive-level roles, serving on several industry boards of directors, including most recently as CEO & Chairman of the Board for RBH/Beneteau Group (Four Winns, Glastron, Scarab and Wellcraft).
CKE Restaurants Holdings, Inc. [FRANKLIN, Tenn.] announced that Jason Marker has been selected as the company's new chief executive officer. Most recently president of Kentucky Fried Chicken® U.S. ("KFC"). He brings with him experience from a variety of senior leadership roles at KFC U.S., KFC International and Unilever. Prior to becoming president in 2013, Marker served KFC and Yum! Brands International in various marketing leadership roles: General Manager, KFC U.S. (2014-2015), Chief Marketing Officer, KFC U.S. (2011- 2013), VP Global Marketing, KFC Global (2010 – 2011) and Chief Marketing Officer, KFC & Pizza Hut South Pacific (2007 – 2010).
Techniks Industries [INDIANAPOLIS] announced the appointment of Vernon (Vern) Cameron as President & Chief Executive Officer. Greg Webb will continue as the company's Executive Vice President of Business Development, leading the company's commercial strategic initiatives as well as its acquisition growth strategy. In Vernon's most recent role, he served as Chief Executive Officer of HawkeyePedershaab. Before Hawkeye, Vern served as President of the Drainage & Technology business segment of Contech Engineered Solutions. Prior to that, Vern held a number of roles at Kennametal, Sandvik, and Ingersoll-Rand involving product development and management, commercial strategy, and acquisitive growth.
KEW, Inc. [CAMBRIDGE, Mass.] announced the appointment of Jerry Williamson to the position of President and Chief Executive Officer and member of the Board of Directors. Most recently, Williamson was President and CEO of Metamark Genetics, Inc., which he joined in 2015. He has held positions of senior leadership for Flagship Ventures; Gentix, Ltd., Biacore, Inc. and Pyrosequencing, Inc.
Silver Bullet Water Treatment, LLC [DENVER] announced that David Lisle has joined the company as its new Chief Executive Officer and President. Before joining Silver Bullet, Lisle was the CEO of Instrument Sales & Service, Inc. (ISS). Prior to ISS, Lisle was President and CEO of Wausaukee Composites, Inc.
V-One Sports [ANN ARBOR, Mich.] announced the appointment of Chris McGinley as Chief Executive Officer. McGinley, a 30-year golf industry veteran with 21 years of service at Titleist, takes the helm of V-One Sports from Chris Hart, company founder and previous Chief Executive Officer. Hart will continue as a strategic advisor to the company.
WASH Multifamily Laundry Systems [EL SEGUNDO, Calif.] announced that Mark C. Good has been appointed its chief executive officer. Prior to joining WASH, Good served as co-founder and CEO of LifeStorage, LP. Before that, Mark served as chief operating officer of Public Storage. Prior to that, Mark served as executive vice president of Sears Holdings and president of Sears Home Services. Mark also served on the Board of Directors of LifeStorage, Sears Canada, Inc., A&E Factory Service
RPX Corporation [SAN FRANCISCO] (NASDAQ: RPXC) has named Marty Roberts Chief Executive Officer and President of the Company. Prior to joining RPX in 2010, Roberts served as General Counsel of Linden Lab. Before joining Linden Lab, he was Deputy General Counsel of eBay Inc.
The National Mobility Equipment Dealers Association [TAMPA, FL] has announced Danny Langfield as the new Chief Executive Officer. Langfield succeeds the current CEO, David Hubbard. Langfield brings many years of executive leadership and industry experience with non-profit organization management, starting in 1999 with the Association of Texas Professional Educators. Since 2006, he has served as the Deputy Executive Director for the Texas Independent Automobile Dealers Association.
American Association of Clinical Endocrinologists (AACE) [JACKSONVILLE, Fla.] announced Paul A. Markowski, as the organization's new Chief Executive Officer. Markowski will assume responsibility for the position on May 7, replacing Donald C. Jones, who is retiring after serving as AACE CEO for over 20 years. Markowski most recently was Executive Vice President and Chief Executive Officer of the American College of Chest Physicians (CHEST). Prior to his tenure at CHEST, he was Deputy Executive Vice President and Chief Operating Officer for the American Academy of Otolaryngology-Head and Neck Surgery/Foundation. He also worked for the American Medical Association for 15 years in several different capacities including Director of Federation Relations, Advocacy Campaign Manager and Director of Current Procedural Terminology Intellectual Property Services.
Seabreeze Property Services [PORTLAND, Maine] announced that Chris Bright will be joining the company as CEO. Pete Kelly and John Kelly, the original founders of the firm, are stepping down after 22 years to pursue other endeavors.
Daimler Trucks [STUTTGART, Germany and PORTLAND, Ore.] appointed Roger Nielsen as President and Chief Executive Officer of Daimler Trucks North America (DTNA) and its affiliated companies Freightliner Trucks, Western Star Trucks, Thomas Built Buses, Freightliner Custom Chassis Corporation and Detroit Diesel Corporation. He succeeds Martin Daum who became Member of the Board of Management of Daimler AG. Since 2001, Roger Nielsen has been Chief Operating Officer responsible for the entire DTNA manufacturing network, as well as all levels of operations in quality, supplier management, logistics, and customer application engineering. In addition, he has overseen Thomas Built Buses, Freightliner Custom Chassis Corporation and DTNA's continuous improvement programs. In 1986, Nielsen joined DTNA (then Freightliner Corporation) as an Industrial Engineer and since then has held various positions at DTNA in the US as well as at Daimler's Commercial Vehicles Divisions in Germany.
Affinity Health Plan [NEW YORK] has selected Michael Murphy, as its new President and Chief Executive Officer. He was most recently at Aetna and previously served as CEO of Coventry Health Care Plans across multiple states. Before joining Coventry, Murphy served as President and CEO of Mercy Health Plans where he held various senior operating roles, including Chief Operating Officer and Vice President of Government Programs. Earlier in his career, Murphy was founder and CEO of Managed Prescription Services. He succeeds former CEO Glenn MacFarlane, who resigned in June of 2016, and James Hooley, who stepped down as Chair of Affinity's Board in 2016 in order to serve as interim CEO while the search for a new leader was conducted.
Enviroscent™ [ATLANTA] welcomes Rick Ruffolo as its new CEO and President. Rick has been an advisory Board Member for the Company, as well as CEO & President of H2O Plus Beauty, Sensible Organics, and CR Brands. Earlier in his career, Rick led the innovation, brand development, and global marketing efforts at Yankee Candle®, Bath & Body Works®, and SC Johnson's Glade® brand.
Viewics [SUNNYVALE, Calif.] announced the appointment of Keith Laughman as the company's new CEO. Laughman has served as President of Mayo Collaborative Services and Mayo Medical Laboratories, President of AmeriPath Reference Services and Specialty Reference Laboratory, as well as President and CEO of Med Fusion Clinical Lab. In addition, he has provided consulting services as the Managing Partner at CareTinuum Consulting Partners. Laughman succeeds CEO and Co-founder Dhiren Bhatia who will continue as Chief Strategy Officer.
Xcellerate [AUSTIN, Texas] has appointed Tommy Wald to the position of President and CEO responsible for all North American operations. Tommy Wald is a pioneer in the development of the modern IT managed services provider (MSP). Wald built up his own MSP, RIATA Technologies, and sold it to White Glove in 2011. He became CEO of the combined company. Wald exited in 2013, following the sale of the business to Ricoh-owned MindSHIFT. He then set up his own angel investor and MSP mentoring company, TW Tech Ventures.
Forty Seven Inc. [MENLO PARK, Calif.] announced that Mark A. McCamish will join the company on May 1 as President and CEO. McCamish, who was most recently Global Head of Biopharmaceutical Development at Sandoz Inc., succeeds the founding CEO, Jonathan MacQuitty, who will remain on the company's Board of Directors. Mark has been an executive at several companies including Abbott Labs, Amgen, and PDL Biopharma. Most recently he helped pioneer global biosimilar development at Novartis' Sandoz division.
DEI Holdings' [VISTA, Calif.] welcome Robert Struble as Directed's new CEO. Bob's success at building iBiquity and HD Radio technology from its infancy to mainstream adoption and an ultimate sale of the business speaks volumes about his tremendous talent and abilities. Struble will sit on and report directly to the DEI Board. Prior to leading iBiquity, Bob managed several technology businesses at Westinghouse and was a strategy consultant at McKinsey and Company.
Illumitex, Inc. [AUSTIN, TEXAS] announced the appointment of a new CEO Jeff Bisberg, former CSO at Current powered by GE. Previously, Bisberg owned a Solid-State Lighting start-up called Albeo Technologies.
Comcast Corporation [PHILADELPHIA] (NASDAQ: CMCSA) announced that Dave Watson will become President and CEO of Comcast Cable as Neil Smit moves into a new role as a Vice Chairman, Comcast Corporation. Watson, who joined Comcast in 1991, has served as the Chief Operating Officer of Comcast Cable since 2010 and has partnered with Smit in running the cable division since Smit's arrival at the company. He has held many senior roles within Comcast, including leadership of the product, sales, marketing, and advertising functions.
Welcome [NEW YORK, NY] has appointed Ken Naumann as the new CEO, taking over from founder Dan Herman, who has moved into the role of President. Naumann has over 20 years of technology experience, having served in numerous executive management roles including CEO of both private and public companies.


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There have been many times I've encountered client 'pain points', corporate problems that need fixing, organizational symptoms that need cures, and other various difficulties or challenges that need to be overcome. Consulting and professional advancement often takes on an approach that aims to remedy the bad parts of an organization. There, it takes empathy, listening, and observation to grasp where having a quick impact can be accomplished. It is often easy to see what needs to change in these situations and find the right mitigation can lead to strong results.
However, focusing around fixing a problem is inherently limiting. I call this a "deficit-based" approach or focus. It is deficit-based because it is looking at something that is underperforming, worse than the norm, or otherwise below the accepted operational standard. With this kind of deficit-based focus, the optimal solution is to return things to the status quo. It's the patch that returns the flow of work back to the expected pace or output. With a deficit-based approach, the outcome of the consulting initiative will result in returning the flow of business to the accepted status quo. By defining the status quo as the planned end result, it prevents growth, acceleration, or otherwise improvement beyond the current thinking.
Our business society is an ever-evolving environment. It can be really difficult to take time away from delivering or working on an output to revisit the design or original intention. We are forced to make decisions without knowing all of the information. Our efforts need to change along with the environment and that means making the most of our efforts.
When uncovering an area that needs to be changed, approach it as an opportunity. In any time where a planned change is to occur, take the time to understand the implications of the decisions and actions. Simply "fixing" the problem will leave the organization as it was in the past before whatever change caused a problem in the first place. This may mean the organization is obsolete, even with the problem being fixed. When a computer starts to slow down and eventually whirrs its last hard disk spin, a consumer would not replace the machine with the same model as the original. The consumer would go out and buy a new computer with improved technical specifications! Understanding the design, underlying thinking, and assumptions can do much to clarify what should be done for the future. Additionally, new information, ideas, and possibilities are ripe for the picking. These are where the opportunities are for the next level to be achieved. By incorporating new information and design elements, the resulting organization can become much better than what was the "status quo." This different approach can take the simple fix into a revolutionary advancement!

subset: commoncrawl


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Her Make-A-Wish experience gave her the strength to keep fighting.
I'm ready for my close-up, Eliza tells wish granters with her Kit Kittredge American Girl® doll in hand.
When she learned of the first American Girl feature film casting auditions, this 6-year-old girl who loved the story's main character – Kit Kittredge a brave girl who faces the challenge of adversity and helps her family during the Great Depression – Eliza knew she had to participate.
Due to Eliza's struggle with acute lymphoblastic leukemia – a life-threatening medical condition –she needed a courageous inspiration. So Make-A-Wish® volunteers stepped into action.
Abigail Breslin, the star of the Kit Kittredge film, surprised Eliza by calling personally to let offer Eliza her first acting job.
Eliza takes off to Toronto with her parents to start filming.
"[The trip to Toronto for filming] was the first trip that was just for fun and just the three of us," Eliza's mom, Kari, says. "It was the first trip [my husband and I] didn't have to worry about anything."
At the movie set, Eliza takes a look her named displayed on her trailer. She goes to wardrobe and chooses the costume for her character – "a hobo girl" then reluctantly lets make-up artists make her face look dirty for the part.
Then, she watches the film stars, Breslin, Chris O'Donnell, Julia Ormond and Willow Smith, rehearse a scene. Now it's her chance in front of the camera as they film the Thanksgiving dinner table scene. Shy at first, Eliza stays brave and follows her instruction from the director closely.
With a close-up shot of Eliza – that appears in the finished movie – filming wraps up for the day. The cast and crew then surprise Eliza with an American Girl Kit doll autographed by Breslin along with several other American Girl goodies.
But time with her American Girl friends isn't over.
She reunites with them at the June 2008 "Kit Kittredge: An American Girl" Hollywood premiere, where she is invited to walk the red carpet.
"She had the hugest smile when she saw herself on screen," Kari says. "Of course, I cried."
Eliza and her family have an extra reason to celebrate though: Eliza finished her leukemia treatments one month before. Her Make-A-Wish experience gave her the strength to keep fighting.
When she returns home to North Carolina, Eliza has another premiere of her own. A movie theater hosts a special screening, followed by Tea for Three – a fundraiser tea party for moms, daughters and their dolls. The event, with a raffle and auction, raised more than $12,000 to grant other kid's wishes. Eliza and her family plan to make Tea for Three an annual event to help share the power of a wish®.
Eliza is cast in American Girl movie
This story makes me feel
For a minute we can let them forget about whatever issues they are currently going through and take them into the High School Musical world, which is more carefree and fun, that's a pretty thrilling aspect.
Zac Efron
Get connected with Make-A-Wish®.
Wow! That is just so awesome, it made me cry. I hope Eliza had the best time of her life, I love that her wish was able to come true. God Bless her and keep her well!
August 26, 2008 - 7:07 PM
Hi!! I am a wish kid;!!! I adore American Girl. That was such a cool wish!!!! God bless her.
November 27, 2008 - 7:55 PM
I think that it's so great of Make-A-Wish to make her wish come true! I was looking for articles on Make-A-Wish for a school project and this was the one I chose because it's SUCH a great story! You guys rock! :)
December 02, 2008 - 12:36 PM
makayla r.
That is awesome that you got to go!! :)
May 20, 2013 - 11:19 AM
wow Eliza you were amazing in the movie... God bless you!
September 16, 2014 - 6:17 AM
hematologic disorder
I wish to be a supermodel
I wish to be a star in a commercial
brain tumor
I wish to be a character in my favorite cartoon
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Browse our database of Welsh literature in translation below. Bear with us as we work on adding our full database of translations here. Several hundred further translations will be added over the coming months.
Some recent new translations include two volumes of poems by Gog y Magog publishers in Buenos Aires: Richard Gwyn translated into Spanish by Jorge Fondebrider and Tiffany Atkinson translated by Inés Garland and Silvia Camerotto. Following the centenary celebrations of R. S. Thomas's birth, a Slovenian translation by Veno Taufer and a new Catalan translation have been published. We have also marked the Chinese New Year celebrations with a special issue on Welsh literature and art in Chinese translation by the review Foreign Literature and Art published by Shanghai Translation Publishing House, edited by Yan Ying. Meanwhile, we eagerly await the arrival of the Bengali translation by Sunandan Roy Chowdhury of O! Tyn y Gorchudd (The Life of Rebecca Jones) by Angharad Price.
|Treći Trg (2012)
|Author :
|Pascale Petit
|Milan Dobričić
Wales Literature Exchange interviewed our Bookcase author Deryn Rees-Jones, about her writing and her influences.


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Chloie Jonnson, pictured here looking 100000000% badass, is suing CrossFit over not allowing her to compete as a woman in the CrossFit Games. In the $2.5 million lawsuit against the company, she says that since she has undergone GRS and is recognized as a woman in her home state of California that she should be allowed to compete as a woman.
In a letter that TMZ says they have from CrossFit to Chloie in response to her asking their policy, the company states.
"We have simply ruled that based upon [Chloie] being born as a male, she will need to compete in the Men's Division."
CF argues ... "The fundamental, ineluctable fact is that a male competitor who has a sex reassignment procedure still has a genetic makeup that confers a physical and physiological advantage over women."
But in the letter, CF gets aggressive — saying, "Our decision has nothing to do with 'ignorance' or being bigots — it has to do with a very real understanding of the human genome, of fundamental biology, that you are either intentionally ignoring or missed in high school."
This ruling goes against the recent trend in sports concerning trans athletes. For a long time the most widely followed standard was the International Olympic Committee's requiring athletes to have undergone GRS, been on hormones for at least two years, and be legally recognized as their gender. Lately the requirement for GRS has been dropped from some organizations and more and more sports organizations, down to the K-12 level have been accepting trans athletes. More about trans sports policies can be read here.
The letter, if real, does not reflect actual scientific understanding of human bodies and the effects of transition on it. Instead it reflects a transmisogynistic refusal to accept a trans woman is a woman.
Via TMZ (Warning: Do not read comments)


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The Community Development Department of the Dallas Fed monitors and analyzes the patterns and trends of credit and finance, housing, small business, banking, and economic development in the Eleventh Federal Reserve District, and conducts studies to assess the impact of public policies and financial tools on low- and moderate-income populations and communities.
- Working Papers
- Academic Publications
- Las Colonias in the 21st Century: Progress Along the Texas–Mexico Border
- Texas Student Loan Series
- Healthy Communities: A Framework for Meeting CRA Obligations
- Neighborhood Stabilization Program (NSP1, 2 and 3) in Texas
- Neighborhood Stabilization Program
- Surveying the Landscape: The Challenge of Affordable Housing in Texas
- Pathways to Financial Advancement: A Case Study
- Consumer Decisionmaking: Insights from Behavioral Economics
- Financial Access Options for the Underserved
- Low-Income Housing Tax Credits in Texas: Achievements and Challenges
- Homeownership and Affordable Lending: A Case Study
- Riskiness of Sector Development in Community Development Financial Institutions
- Consumer Credit Conditions, June 2013
- Consumer Credit Conditions, June 2012
- The Impact of the Low Income Housing Tax Credit Program on Local Schools
- Introduction to Special Issue on Behavioral Consumer Finance
- Is Household Wealth Sustainable? An Examination of Asset Poverty Reentry After an Exit
- An Analysis of the Neighborhood Impacts of a Mortgage Assistance Program: A Spatial Hedonic Model


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Hi, I am Pernita from India, I was diagnosed with ulcerative colitis about three years back. I am a mother of two young kids. I was on wysalone tablets 60 mg for two years , whenever i was told to taper it off my condition became worse. i think my system started depending on it a lot. my doc wanted to put me on azoran but my hemoglobin fell to 4 and had to go for transfusion . It raised to 7 and finally with amway folic subsitutes I tried to raise it to 11 . finaly 5 months back it raised and i was put on azoran. but as told by the doctor that it will react in 3 months approximately… I waited . But nothing happened. I developed fissures as was taking enemas too. every thing became painful. Was on 25 mg wysalone , 1500 mg rowasa three times a day (4500) , three azaron, codine sulfate three times a day, twice enema and my system gave up. Had no energy left to face the day. Blood was spurting out on every trip to loo. the pain was unbearable. was even getting cluster head aches ev ery two three days. Then worst came my skin started getting boils. they were full of mucus and left deep holes all over my waist line. As i was trying to treat one the other came up next day. that was where i became totaly fed up. in us hindus we are told . God gives you that much pain which you can bear. i started crying looking at myself in mirror and trying to tell the al mighty above that he made mistake in ng to bear all.judging me. am not that strong enough. Went to my doc and told him that am going off arozan and tapering off most of the drugs as they are nt working. he told me to continue with rowasa . So finally I am off from most of drugs with all the pain and flare up still there and now am lost where to go from here. Can't give up as my kids are my only hope to hang on to my life.
Such a difficult time wid this disease. It broked me.
Can we eat the packaged curd ??
There is a very good Medicine in Ayurveda. Its called Mucuscure.Its made by Tansukh Pharmacy.
Below is the link of the medicine.
I am suffering from UC since 2013. Now i am normal and eat everything. I am taking this medicine from 2016 November and now my life is normal.
I am free from Steroids and other Allopathy medicines.
If anyone is interested to know about it, can call me on 9958857906


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In my experience, business consulting for advisory firm owners has many parallels with how advisors work with their clients. Case in point: Many owner-advisors, just like investors, often equate "doing something" with progress. Consequently, just like advisors, much of the value that we consultants add is keeping our clients from doing something when doing nothing would be better.
It's human nature to want to "do something." It's what we do: we write things, paint things, design things, build things, fix things, sell things, buy things, move things around and talk about things. Many of us build our sense of self-worth by the things we do and have done. Yet through experience, we (often slowly) begin to see that many of our 'best' things are actually things we haven't done: the angry email we didn't write, the argument we didn't start, the criticism we didn't voice, the penetrating question we didn't ask, the judgment we didn't make or the caustic rely we didn't give to our husband or wife.
In my work, I've found that this accumulated wisdom applies equally to building and managing a business. In fact, I probably spend nearly half my time keeping—or trying to keep—my advisor clients from 'doing something' when either they or their firm would be much better off doing nothing at all. Business owners are typically highly motivated to better serve their clients and to improve their businesses. Usually, doing nothing does not come naturally. Yet, there are times when doing nothing is the right thing to do: for their clients and/or for their business. Here are some those times, when we find advisors are better off doing nothing:
Scenario 1: Taking the Time to Make a Decision
Often, an owner-advisor's instinct to act kicks in when he/she is confronted with a problem. Yet when they haven't really thought through what they are going to do, we find the chances are far greater of making the problem worse rather than better. We counsel our clients to make a conscious choice not to act: to give themselves—and their team—time to consider what needs to be done.
When we just 'do something' the step that's often left out is truly understanding what the problem is, which even in a small business usually isn't nearly as obvious as you might think. Is that employee really a bad one, or is their job poorly structured? Is it another employee? Or is it vague instructions, or a lack of training? On the other side, truly workable solutions are often not the "obvious" choices either. Bringing in other team members to get other perspectives and opinions is usually revealing. And it makes employees more collaborative, and committed to their jobs and their firm. Very few problems that arise in advisory firms require immediate action—but a high percentage of 'quick decisions' result in bigger problems that require even longer solutions.
Scenario 2: Pulling the Plug Too Soon
Many new projects, ventures, programs and plans take time to succeed. Sometimes people need to acquire new skills or gain a new expertise. Other times, some critical mass is required to really get things rolling. As a business owner, it's critical not to let our need to do something cause us to act prematurely. We like to see all new projects include a timetable that lists milestones and tells us when to be concerned. But even those are simply guidelines that indicate the time to gather more information: not when it's time to panic.
The first response to disappointing results should be find out what went wrong and what needs to be done to fix it. Stopping a well-thought-out project, dropping a new service or closing a new market should always be the last resort, not the first instinct.
Scenario 3: Hiring an Employee
This is really a subset of Scenario 1, but it's so common that it warrants its own comments. Independent advisors are notoriously bad at hiring. That's because they tend to wait until they are desperate and then hire in a panic. In a small business, hiring is one of the most critical decisions that owners have. It requires planning and preparation. So when advisors feel that they just have to hire someone, our advice is: don't. Take a deep breath, and first figure out how to handle your current situation without any more people.
Then, when you're out of crisis mode, you can turn your attention toward whether a new employee fits into your long term plan, what you need to do to maximize their contribution to the firm once they are hired.
Scenario 4: One Step at a Time
When things are going well in an advisory firm, many owner-advisors just can't see, to leave well-enough alone. Just because your firm has hit a quiet period, it doesn't mean it's time to do something new. For one thing, it could just be the lull before the storm. So at least take time to take a look ahead at the coming workload or predicable challenges.
Perhaps more important, both you and your staff need time to work through recent changes: to allow those changes to become business as usual. So be careful not to make big changes too close together. Give your staff a break, and ask yourself: Is this the time for what's next?
Even though 'just doing something' is human nature, at some point, our clients start to see the wisdom in 'doing nothing.' Deciding not to act is just as much a part of being a good business owner as is taking the right action at the right time. If you don't know exactly what you want to do, and why you are doing it, then doing something often can be worse than doing nothing at all.


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When he was a student, Michael Bricker '04 was known for displaying his thought-provoking artwork in unexpected spaces. As Visiting Professor of Art this semester, he's picking up right where he left off.
Last Tuesday and Thursday, students in Bricker's Contemporary Architecture class presented their posters and videos on contemporary regional buildings in the Allen Athletics and Recreation Center. Audio from a student film of the 2009 Skyscraper of the Year in Chicago mingled with the clanking of barbells as students made their presentations across from the fitness center. Exercisers on the treadmills and elliptical trainers had front row seats to the whole thing.
"I love having this here in a non-traditional space," Professor Bricker said. "[Allen Center Facilities Manager] Jason [Hutchison] is letting us set up and leave it up for a couple of weeks. The students in this class shouldn't be the only ones to know about these buildings. The campus should know that they exist. And these are all just two or three hours drive from here."
The proximity of the structures—which range from the Aqua Tower in Chicago to the Contemporary Art Center in Cincinnati to The Atheneum visitor's center at New Harmony, Indiana—was central to the class assignment. Students were required to pair up, visit a site of their own choosing, then make a film and present a poster introducing the class to the structure.
"I could have taken the whole class to Columbus, Indiana and taken a tour," Bricker said. "But I'd rather give them a list of 15 buildings I showed in class and say, 'You and a partner pick which one you want to visit—just impulse—then drive there and explore it.
"That's where making the video comes in, because they're using film as a tool to explore a space, then they're presenting that to us in a way that should give us a sense of what being in that space is like. The cool thing about film is that they can infuse a documentary flavor or a narrative flavor, practically anything. I left it wide open."
The film/poster presentation is the second of three assignments for the semester.
"The final assignment will be installations on campus that challenge the space of Wabash," Bricker explained.
The architect, entrepreneur, and, most recently, production designer for the award-winning film Natural Selection, Bricker said he's enjoying his time teaching at his alma mater.
"I think this is the first architecture class we've had, and I love that," Bricker said. "I'm glad that its contemporary architecture—most of the buildings we've looked at have been constructed in the last 20 years. I think that makes it more challenging for the class; not only are they seeing these buildings for the first time, but as a class we're also trying to define contemporary architecture: What does that mean today when we have so many different types of buildings going up at the same time? How do you know what's important? Which of these buildings are we going to remember in 50 years?
"I'm also trying to offer a perspective and projects that are things that any liberal arts guy should know. Every liberal arts student should be able to design and make a strong presentation, whether it's a Powerpoint or a board, so these are being graded not only for what's presented but how its presented. I think that should be expected from all Wabash students."
And if you're one of Bricker's students, you're expected to be ready to make those presentations practically anywhere.


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Thinly slice the red onion and place into a large bowl. Sprinkle with sea salt and add 1 Tbsp sherry vinegar and enough cold water to cover.
Using your fingers, squeeze the onion slices gently several times (this process will remove much of the onion "bite"). Drain well and set aside.
Brush any soil off the chanterelle mushrooms (quickly rinse if necessary) and slice into ¼" thick pieces.
Slice bacon crosswise into "matchsticks". Heat 2 tablespoons olive oil in a large nonstick skillet over medium-high heat.
Add the bacon; sauté briefly, stirring often, until the "matchsticks" begin to brown.
Add 2 more tablespoons olive oil, then add the chanterelles.
Add sea salt and freshly ground black pepper to taste.
Sauté until the mushrooms are just tender, about 5 minutes.
Add 1 Tbsp sherry vinegar and continue to cook, stirring frequently, until all liquid has evaporated. Remove from heat.
Crumble Blue Cheese coarsely.
Remove the lettuce leaves from the head, rinse well and drain.
Place the lettuce into a large bowl. Drizzle with remaining olive oil and toss.
Add 2 tsp sherry vinegar, season with salt and pepper, and toss again.
Arrange on salad plates. Scatter the mushrooms on top, then the crumbled Blue cheese; add the red onion and serve immediately.
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September 20, 2020
Sustainable Brands® is the premier global community of brand innovators who are shaping the future of commerce worldwide. Since 2006, our mission has been to inspire, engage and equip today's business and brand innovators to prosper for the near and long term by leading the way to a better future. Digitally published news articles and issues-focused conversation topics, internationally-known conferences and regional events, a robust e-learning library and peer-to-peer membership groups all facilitate community engagement throughout the year.


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Professor Geoffry Miller, a psychologist who teaches at the University of New Mexico and at NYU, posted a controversial tweet this week that enraged many students. He tweeted:
Dear obese Phd applicants: If you didn't have the willpower to stop eating carbs, you won't have the willpower to do a dissertation.
Miller later apologized and stated that his tweet doesn't represent his selection criteria or the selection criteria of any university. His tweet has since been deleted but the issue of contemporary "fat phobia" remains in its wake. Is it true that people who can't control their diets have less willpower in other parts of their lives?
In my junior year of college, I remember sitting one night at a bar with a close friend of mine who happened to be slightly overweight. We were chatting about midterms and an upcoming party when seemingly out of nowhere Sharon blurted out, "You know I hate you? You're so thin it's unfair. That's why you got into every sorority on your list. That's why it doesn't even matter how well you do on your midterms. That's why you're looking forward to this party while I would rather just hide in the dorm."
I was stunned. Sharon thought my life was easy just because I was thin. I had my own problems, and honestly they seemed a lot more challenging than a little bit of weight. In fact, it seemed to me that Sharon had the better deal. She was twice as smart as I was, which meant that I had to study far harder to keep up the same grades. She had a much better personality; she was funny and easygoing and kind. And to top it all off, she had a picture perfect family and a childhood that sounded idyllic to me. So what exactly was she jealous of? A smaller waist?
"I think you had too much to drink," I said because I couldn't think of any other response. But this turned out to be the wrong thing to say.
"You see, this is exactly what I mean. We have both had two drinks, but for me it's too much and for you it's fine, right? Because fat people aren't allowed to drink or eat without everyone thinking that they have no self- discipline."
Culturally, we assume thinner people are happier and more disciplined than their heavier counterparts.
What was with her? I wouldn't even have thought of her as fat; I had no idea what she was suddenly so angry about. Much later, I completely understood. Culturally, we assume thinner people are happier, more disciplined and more successful than their heavier counterparts. But these assumptions are false and shallow.
Many thin people are skinny because of their genetic pre-dispositions, and conversely, most people struggling with their weight have naturally slower metabolisms. And even in the cases where an obese person is suffering because he or she lacks the willpower to diet, it doesn't mean that they can't discipline themselves in other areas of their lives. Of course this is true for thin people who work hard to stay that way too; they may be able to make it to the gym every day but that doesn't mean that this willpower extends to every area of their lives.
Willpower is a gift that we're all given, but like any muscle, we need to use it to keep it strong and functioning. And recent studies show that self- discipline used in one area or even one time period in one's day can make it harder for us to be disciplined in other areas.1 The willpower muscle gets tired.
However, Rabbi Dessler ztz"l teaches that we can always move our "point of free will" forward in specific areas of our lives. For example, once a person has used his willpower to overcome a junk food diet for long enough, he will eventually no longer need to use the discipline muscle to tackle that habit. It will be behind him, and he can use his willpower to move forward in a different arena in his life. This reassures us that even though the willpower muscle becomes fatigued, it is needed to fix a habit only until that action becomes second nature for us, and then it is no longer something we need to use our free will to conquer.
This also reinforces the fallacy of the idea that obese students don't have the same willpower as their thinner peers. Even if they are obese due to poor dieting, their motivation and discipline in their work is completely independent of their dress size. Unfortunately, this bias against obese people still exists despite the fact that people know intellectually that a high BMI doesn't equal laziness. And often it also occurs in one of the worst places for discrimination: the doctor's office.
A study recently showed that one third of third year medical students at the Wake Forest School of Medicine have an unconscious bias against obese patients. The study's author, David Miller, says that these assumptions about obese people can seriously undermine the treatments that doctors offer: "If doctors assume obese patients are lazy or lack willpower, they will be less likely to spend time counseling patients about lifestyle changes they could make."
And these false assumptions about the overweight seep into almost every area in our lives including stores, schools and the workplace. Unfortunately, Professor Geoffry Miller's recent tweet is voicing an opinion that many people think without ever saying.
Being thin isn't a ticket to success, but for a culture that believes we shouldn't judge a book by its cover, many of us unintentionally do just that. Perhaps we could all use our willpower muscle to overcome this discrimination. Because the real battlefields are within us as we strive to move our points of free will forward. One move at a time, without judging each other.
1. Self Regulation and Depletion of Limited Resources: Does Self Control Resemble a Muscle?,Mark Muraven and Roy F. Baumeister, Case Western University, American Psychological Association Bulletin 2000


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It's hard to make Twenty One Pilots fit in any of the traditional boxes. In fact, trying to explain them usually starts with a list of instruments and costumes. There's two of them: one drums, the other one plays piano, raps, plays ukulele, and sings about the human condition. It gets seriously heavy at times, but there's always a strong, party synth hook just around the corner.
They've been a thing for a little while, building up a significant fanbase first in their home state of Ohio before catching the attention of their label, Fueled By Ramen. Their album Vessel was released last year, and tour support slots with Fall Out Boy and Paramore have quickly gathered them some serious fan-harvesting momentum.
Selling out the majority of this, their first UK tour proper (they played a handful of low-key shows last year), the crowds that greet them are beyond psyched. Having queued all day in the cold and rain, decked out in a uniform of Twenty One Pilots t-shirts, skeleton costumes and balaclavas, the venue is almost full by five minutes past doors.
They put on a performance worthy of the hype, too: a dazzling light show adding extra drama to an intense and quite ridiculous set. Tyler is rarely still -- and on the rare occasions he is, there's usually a devastating lyric being delivered from behind the piano. When Josh isn't drumming, it's because he's backflipping off the piano.
For all their on-stage theatrics, though, they're a pretty introverted pair. Taking a crew around with them consisting of talented mates from back home, they don't really need to make new pals. There's far more chance of finding them playing Flappy Bird than heading down the boozer after the show. Their fridge is filled with a strange British energy drink they haven't quite sussed out yet (Lucozade) and, although there are other members of their crew in the room for the interview, they observe a careful silence as they go about their business.
You've spent the past two weeks touring around mainland Europe. How's that been?
Josh: Europe's been really fun. It's cool to be in countries and cities that are older than our own country, and walk around and see the history of each place and learn about more history, and think back to times that we've learned about certain things. Like in elementary school, even, and getting to see those things in real life. I just saw the Eiffel Tower for the first time the other day, and the Berlin Wall. Those are things that we grew up seeing on TV or on movies or documentaries or things at school…
Tyler: Or on the backgrounds of computers.
Josh: Exactly, like computer wallpapers or calendars. So it's really good, and it's fun to be able to do this as a job - get to travel and see new places. I love it.
What have been the highlights?
Tyler: Playing in front of crowds that speak different languages is a really cool feeling.
What country or city has stood out?
Tyler: Paris was crazy.
Josh: I think Paris might have been one of my favourite shows.
Tyler: Well, there's a bittersweet feeling towards Paris, though, because we also got some stuff stolen from us in Paris. Which was frustrating.
Has your fanbase turned out how you expected when you first started out?
Tyler: I don't think we knew what it was going to turn out like or who was going to come out to shows. It's cool to see a similarity… There's definitely a type of person that comes out to our shows, but it's not really specified in any sort of age or part of the world. But it's the type of person who's looking for an experience and something to hold on to, and those people, we meet them where they're at. And I think that's what live music is all about.
Do you think those people connect because they're like you?
Tyler: Nobody's like me.
Josh: Everybody's like me.
Tyler: Everybody's like Josh. (laughs) That's a horrible thing to say! No, there's some similarities. There's lyrical content that talks about some stuff that people can resonate with.
You seem to have become much more confident and at ease in interviews over the past year or so. Have you felt that change?
Josh: I'm nervous right now. I still get nervous.
Tyler: I'm shaking in my boots. I started wearing boots, which is new. I think with wearing boots comes the confidence that you get when you buy a pair of boots. I used to not be about boots, but then I was tired of my feet getting wet and cold, so I bought some boots. And now I feel like I bought boots for my soul. I can now step on the things in life that need to be stomped upon. Which gives me confidence. Do you know what I'm saying, Josh? Give me an amen!
Josh: Amen, Tyler! I do! I remember three years ago, in the winter time, you had a pair of snow boots, and you were just like, you owned the neighbourhood. You were stomping on snow piles and I was like, that guy's confident in his boots. I actually think, going back to your question, in High School, if I was in front of a group of people and somebody asked me a question, I would borderline throw up or pass out. I guess I've gotten a bit more used to talking in front of people or bring in front of people. I'm naturally more introverted. But I think doing it just helps. And having boots.
You've done some huge arena support slots - which do you prefer, those or your own shows?
Tyler: Being an opening band and trying to impress people who don't know you are is a very tiring thing. It's also very… playing in front of your own audience is very inspiring, and to say that being an opening band is not inspiring isn't exactly what I'm going for, but it's just not as inspiring as playing in front of your own crowd. Being an opening band and learning from bands that have gone before you is important. We've drawn a lot from the bands we've opened for - what to do, maybe sometimes what not to do. But I would much rather do our own show every day, to a small group of people than play in front of millions of people opening up, for sure.
Are there any bands you've not supported that you'd really like to?
Tyler: No.
Josh: Probably not.
Earlier on in my hotel, I could hear Celine Dion blaring from out the window, and at that moment I suddenly remembered having watched an interview where you spoke about Celine.
Tyler: We would like to open up for Celine Dion. We really would. I think that we could learn a lot from her. But more than her, probably her band.
Josh: Yeah, and her lighting director, I think. Inspiring.
I don't think I've seen Celine's light shows.
Tyler: If you've seen her, you've seen her light shows.
I've not seen Celine, I've got to admit.
Josh: Well, they make her look really good. Those lights make her look really good. She's getting a little bit older…
Tyler: And so are we, which is why we are interested in the lighting that preserves age.
Josh: I think the reason we're a little more inspired by her band is, I just don't like her with short hair. It's nothing to do with her musically, but just, her short hair isn't as good as her long hair.
Tyler: And her whole band has long hair.
Josh: The band has long hair because they're trying to protest short hair. And by protesting short hair, naturally, it just grows.
Tyler: Yeah. And you play better.
So will you be growing your hair out?
Josh: Yeah.
Tyler: Duh!
Josh: That's what we're really working on.
Man, can you imagine how good you'll be then?!
Tyler: We'll be so much better…
Celine has a waterpark in her garden. Is there anything crazy you'd like to own someday?
Josh: Oh my goodness. I haven't thought about it too much, because I guess I don't feel super materialistic. I think naturally everybody wants to have cool things, but… I would like to have at least one exotic animal. Like a… well… maybe not exotic…
Tyler: A MONKEY!
Josh: I was going to say a monkey.
Tyler: I'm sitting here waiting for you to say it.
Josh: That's what I was moving towards!
Tyler: I know, but sometimes, something that important just needs to be said. You don't beat around the bush. You know what also I would like for my monkey? I would like to have a hammock where I keep a ton of bananas, so when people come over, I go, 'Do you want to see my banana hammock?' And they're not sure what I mean by that at first, but then I go and show them and say, 'listen, I have a monkey, and I keep all his food in this big hammock in the back yard.'
Josh: But without knowing what you mean, they're going to say yes, no matter what.
Tyler: And then you'd be like, 'Dude… that's wrong. Do you even know what a banana hammock is?'
Josh: I'll look at it. I'll feed your monkey.
Josh: This is getting weird.
Your lyrics are pretty loaded with deep stuff. What's the key message you're trying to get across?
Tyler: Our key messages are, it's truly a conversation between a person and something that is bigger than themselves. Whether you want to call that the night sky or the eternal abyss of darkness, or some being that is God, really trying to talk to someone who has to know all the answers because we don't. A lot of the things the content is talking about, is really just trying to figure out a lot of the important questions. I think that's what wrong. Kids ask themselves the important questions and they don't have the answers, and that's when the struggle starts. I think that, as people get older and turn into adults and settle down into their life, they start to not ask themselves those questions any more. Which is why I think it's cool to take this time in our lives to really try and figure out why we're here and what we're doing and what the point is. A lot of the content is about those questions, and it can get pretty heavy. But as dismal as it may seem at some points, I always like to make sure that there's a shred of hope, at the end or in the bridge.
You've said in interviews that you are still searching for your purpose. Isn't it doing this, and saying these things to help other people deal with them?
Tyler: Purpose is a huge thing, and whether or not you understand what yours is, what I've learned from our experience, as we see more and more success as a band, that if you look at someone and they seem successful or established, don't confuse that with purpose, because I think that people still struggle, even when things are going really well. A lot of the same struggles and questions that we've had have not been answered just because we're able to play shows around the world now. And I'm glad all of the answers aren't there, I'm glad the questions aren't solved, because then there would be no more songs to write.
Your fans share and create a lot in response to your songs. Is that something you expected?
Tyler: I don't think we expected it, but we're realising that the songs, or the content in them, warrant a reaction or reply. Whether that be artistically or just words, a lot of the people who support us and are a part of this thing, they hear what we're talking about and they feel just compelled to share how it's helped them, or how they resonate with what's going on. So, at this point, we embrace the fact that it's a back and forth conversation. It's not just us spitting out ideas and leaving. We get to witness a lot of those people coming back and either wanting to show support or wanting to ask questions or wanting to share art or whatever it is. And I think that's a great thing, because our crowds that come out to shows are filled with people who have something to say. That's a cool moment.
What's the most rewarding part of doing all of this?
Josh: I think it's just that. Getting to hear people's stories and the way that they interpret things or have used it in their own way, to either do something creative or something to maybe distract their mind from going to the dark places that all of ours naturally do. I know that growing up, and even now, I have things in my life that are very strategic distractions to try and stay away from going certain places, in my mind or even in the world. I remember when I first started finding some of those things, and maybe even seeing other bands or types of music that helped me with that, when I started becoming interested, before I could play, I always wanted to be a part of something that could also maybe be a distraction. To hear some people resonating with our music and what we say, I think that's the most rewarding part of it. And getting to go to the Eiffel Tower, too.
You've got some pretty serious hits on YouTube. Have you got any other hot YouTube tips?
Tyler: Yeah, you should look up 'baby laugh' on YouTube. Also 'soldier comes home'. Search that and there's like, soldiers coming home, and babies and mums and kids crying. It's just a great experience.
Josh: Ah yeah, that'd be heartwarming. I haven't been on YouTube in a while. 'Twenty one pilots live'?
Tyler: You could search 'youtube' on YouTube.
Josh: Oh. I've never even done that.
Tyler: You haven't?
Josh: No. But I will.
Tyler: You should do that. Search 'youtube' on YouTube.
Vessel is out now via Fueled by Ramen.


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FAIRVIEW PARK, OH -- Ohio Sen. Rob Portman, the chairman of Republican presidential nominee Mitt Romney's campaign in the Buckeye State, said Friday that it would be tough for Romney to win the election without carrying Ohio.
Al Behrman / AP
Republican presidential candidate, former Massachusetts Gov. Mitt Romney, right, shakes hands with Sen. Rob Portman, R-Ohio, after Portman introduced Romney at a campaign stop at Jet Machine, Thursday, Oct. 25, 2012, in Cincinnati.
"I'm feeling the pressure not just because I'm chairing the effort here in Ohio, but mostly because I feel the pressure for our country and what's going to happen over the next four years," Portman told NBC News on Friday while traveling between campaign stops for Romney. "If we don't win Ohio, it's tough to see us winning the election nationally. It's possible, but it's very difficult."
Paul Beck, Ohio State University professor, describes the importance of winning Ohio, a battleground with a large number of electoral votes. It's a diverse state with liberals and conservatives matching a cross section of the nation.
Most of the recent attention the Ohio senator has received has centered on the key role he played in Romney's debate preparation and how close he came to being chosen as the GOP vice presidential nominee. But before he took on any of those roles, he was tapped by Romney to lead the former Massachusetts governor's effort in the key battleground state.
"We're doing better in Cleveland, and Cincinnati and Columbus and Toledo where we have some of the numbers of the absentee and early voting, we're doing better than we expected we would," he told volunteers gathered at the Avon Lake Victory Center. "We're exceeding our targets."
Portman told the crowd that internal Romney polling shows the state is a dead heat with with 11 days to go until Election Day. He's making five stops in North east Ohio today before appearing at a rally with Romney and vice presidential nominee Paul Ryan tonight. At each stop, the man who ran a successful statewide campaign just two years earlier, said the grassroots effort will make the difference in this state.
It's a difference, Portman feels, that will give Romney the edge here on Election Day.
"I believe the Obama campaign probably has a pretty effective grassroots infrastructure, but I dont think you can compete with volunteers who really have their heart in it and are fired up for all the right reasons," he said.


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Zynga struggling to regain its momentum
SOCIAL GAMING With its stock slumping and competition heating up, the S.F. firm makes a big step toward mobile and backs away from Facebook
With the push of a ceremonial bell one year ago Sunday, Zynga Chief Executive Officer Mark Pincus launched his company into a new game - the stock market.
But after a tumultuous year, the San Francisco company that joined the Nasdaq stock market as the high-flying maker of popular social games like "CityVille," "FarmVille" and "Words With Friends" has failed to score points with investors.
Zynga's stock opened at $10 per share and once hit a high of $15.91, but never took off as some investors expected.
Instead, the price has languished below $3 per share after the company posted surprisingly huge misses on earnings. The company also said some new games did not perform or could not be released as swiftly as expected.
Zynga was then hit with the departure of several top executives and in October fired about 150 employees as part of a cost-cutting plan.
To be sure, the stock price alone is not a fair way to judge the 5-year-old company's success or failure. After all, Zynga boasts more than 311 million active players, a 37 percent jump from 240 million one year ago.
And Zynga still has some of the top games on Facebook - new sequels "FarmVille 2" and "CityVille 2" have 46 million and 30 million monthly average players, respectively, according to the independent Facebook data firm AppData.
Still, going into 2013, the pressure will be on Pincus to prove the company can execute its new strategies that focus on expanding beyond casual gamers and to launch games involving real money.
Going mobile
Most importantly, Zynga has reorganized itself to develop games that work where its players are going - to smartphones and tablets.
Pincus "has been vilified because he promised a lot of stuff that didn't end up happening," said Michael Pachter, managing director of equity research for Wedbush Securities. "But it wasn't his fault. He doesn't suck as bad as the press made him out to."
He added: "It's not a bad thing they went public, they just overpromised and under-delivered."
Several factors turned this onetime social media darling into a company struggling to regain momentum.
For one, Zynga's fortunes rose so quickly because it was the first social-game maker to take advantage of the marketing power of Facebook. But as Facebook made changes in the way notifications were posted on members' walls, it diminished the visibility of Zynga games even as more competitors were jumping onto the platform.
"I don't think they understood their business as well as all of us thought they understood their business," Pachter said. "They thought that if they keep doing the same things, they'll keep getting more and more customers, and that just wasn't really true. The monopoly went away when Facebook opened up the platform and allowed others to compete."
Switching to free
Pachter said Zynga's strategy of increasing the number of games it offered backfired. Zynga's titles are free to play, but they offer ways to pay for virtual goods to advance game play.
"As they grew the number of games they offered, more and more people stopped paying and switched over to something free," he said. "If you give people a reason not to pay, they won't pay."
Facebook and Zynga recently rewrote a five-year agreement between the two symbiotic partners. It's not a complete divorce, but the companies essentially agreed that they could see other people.
The new terms give Zynga far more flexibility to launch games outside of the Facebook platform, which is important as the company shifts to mobile and further develops its own Zynga.com network that already includes third-party game developers.
And Zynga is coping with another big trend - the rapid shift of consumers from desktops and laptops to smartphones and tablets that has affected all Internet companies, including Facebook. The sea change has particularly hit Zynga, which had prospered on Web-centric games like "FarmVille" and "CityVille."
"It's a shift in the ecosystem that happens to be hitting the entire industry by storm," said David Ko, who took over as chief operating officer in November in a major executive reshuffling.
Deep-sixing 'FishVille'
Ko, who had headed Zynga's mobile strategy, was promoted to replace former COO John Schappert. He has become a key figure in Zynga's internal reorganization to make smartphones or tablets part of every new game being developed.
Zynga has reallocated resources by winding down or pulling the plug on older, underperforming games like "Adventure World," "FishVille," "Treasure Isle" and "Vampire Wars."
This past year, Zynga launched 12 new Web games, but 14 new ones for mobile, with plans to release four mobile games each quarter. Zynga said it is also developing a mobile social gaming network around its "Words With Friends" franchise.
Ko agreed that Zynga still has to prove it can execute on its plans and that may "take time," but said the company's investment in mobile will pay off.
"We feel we have good momentum," he said.
Earlier in the year, Zynga thought it bought momentum by acquiring the developer of the then-hot mobile game "Draw Something," but the number of players instead dropped significantly.
Doing 'well enough'
Rich Greenfield, an analyst for BTIG, said the company has "done well enough" with new Web games, but had "nothing like the type of success they had." And that might not be good enough in the chase for mobile players.
"The challenge is they not only have to make great games, but they have to make great mobile games," said Greenfield, who became an outspoken Zynga critic after the company surprised analysts with a money-losing second-quarter earnings report.
"It's fair to say there has been nothing they've done successfully beyond what they acquired," Greenfield said. "They have been surprised by the pace of the mobile transition and how ill-suited they were for that transition."
But Ko noted Zynga did have some positive mobile news last week when its 2-year-old "Poker by Zynga" landed at the top of Apple's list of top-grossing iPhone apps.
Aiming for 'mid-core'
Zynga is also trying to expand its base to include "mid-core" gamers - a spot in the market between the casual gamers who propelled Zynga to success and the hard-core gamers who have long been the foundation of the video game industry. Mid-core gamers tend to be males who spend more than average gamers.
In September, Zynga bought San Mateo mid-core game developer A Bit Lucky, which is working on a multi-platform game called "Solstice Arena."
Also, Zynga has slowly moved toward social games that involve real-money payouts, not just virtual crops, cows or game cash.
The company recently partnered with Europe's Bwin.party digital entertainment, which operates online gaming in Britain. The companies are working on games such as a "FarmVille"-branded slots game.
Zynga also applied to the Nevada Gaming Control Board to start operating real-money online games for residents of that state. But that process could take months, and barring any changes in federal laws, Zynga would have to apply state by state to expand real money gaming in the United States.
Uncertain market
Pachter at Wedbush said real-money gaming won't be the revenue generator for Zynga that some investors hope.
"It's a much smaller market than most people think, and they (Zynga) don't have a significant competitive advantage," he said. "I'm not so sure they're going to be dominant in real-money gaming."
Ko said the company is still experimenting with real-money games.
"We are trying a whole bunch of different things, but at the core of it, our mission as a company hasn't changed," Ko said. "We want to connect the world through games."
Benny Evangelista is a San Francisco Chronicle staff writer. E-mail: email@example.com


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CHAMPAIGN, Ill. — Liz Kooy loves sharp cheddar cheese and is willing to pay almost any price for it.
"Ten dollars a brick, I'd still buy it" and cut back on other purchases, the 36-year-old social worker laughed as she browsed the dairy aisle in a grocery store near downtown Chicago on Wednesday.
She might want to start looking for places to cut back.
Dairy market forecasters are warning that consumers can expect a sharp increase in dairy prices this summer. By June, the milk futures market predicts, the price paid to farmers will have increased 50 percent this year — driven by higher costs of transporting milk to market and increased demand for corn to produce ethanol.
U.S. retail milk prices have increased about 3 percent, or roughly a dime a gallon, this year, according to the U.S. Department of Agriculture.
But University of Illinois dairy specialist Michael Hutjens forecasts further increases of up to 40 cents a gallon for milk over the next few months, and up to 60 cents for a pound of cheese.
That would drive the cost of a gallon of whole milk around the country to an average of $3.78, based on the USDA's monthly survey of milk prices in 30 metro areas.
Video: Ethanol demand causes rising food prices Prices in the last survey, earlier this month, ranged from $2.76 a gallon in Dallas to $3.86 in Chicago and $4.09 in New Orleans, where the dairy industry has struggled to bounce back from Hurricane Katrina.
Hutjens and others said higher gasoline prices have increased the costs of moving milk from farm to market, and corn — the primary feed for dairy cattle — is being gobbled up by producers of the fuel-additive ethanol. The USDA projects that 3.2 billion bushels of this year's corn crop will be used to make ethanol, a 52 percent increase over 2006.
Ethanol has increased the average American's grocery bill $47 since July, and Iowa State University study concluded.
"There is no free lunch," Hutjens said. "That corn then has to come away from that dedicated resource."
More on Food trends
Satisfy your craving
Look for more exciting eats and foodie trends on the Bites blog
- Satisfy your craving
Chris Galen, a spokesman for the National Milk Producers Federation, pointed to another factor: Global demand for milk, he said, has grown in the past few years, primarily in the new Asian economic powers.
"China of course is a big story," he said. "They're consuming more (milk protein); they're using more dairy ingredients in animal feed."
In years past, that demand might have been met by Australia and New Zealand, he said. But drought in Australia and the limits of New Zealand's dairy industry have pushed China and its neighbors to buy American.
Hutjens said the biggest dairy price spikes are likely to come later this summer in the areas farthest from the Midwest corn and grain fields that feed most of the country's dairy cattle.
"Certainly I think you're gonna see it worse in places like the Southeast — in Georgia and Florida — and California," he said.
The USDA doesn't survey prices in California because the state sets minimum farm-level prices, skewing retail dairy prices. But those retail prices are near $4 a gallon in many cities there, too.
Von's, one of the major chains operating in California, charged $3.99 for a gallon of whole milk at its Los Angeles-area stores on Wednesday, according to its Web site.
Like consumers, companies that use milk, cheese and other dairy products are expecting to spend more the rest of this year.
Hershey Co., the country's biggest candy maker, recently scaled back its earnings expectations for this year, due in part to higher dairy costs. Kraft Foods Inc. raised prices earlier this year on some dairy-based products.
Similarly, Domino's Pizza recently said that it expects to pay more through the rest of this year for the cheese it melts on top of more than a million pizzas every day. But Domino's says it probably won't raise the price of a pizza because its industry is too competitive, spokesman Tim McIntyre said.
"Margins get squeezed when prices go up, but everything goes in cycles," he said in an e-mailed statement. "We plan for this and ride the wave."
Competition might be the best guard against rapid increases in retail dairy prices, too, said the Milk Producers Federation's Galen.
Mass-market retailers such as Wal-Mart, Target and Costco, he said, often sell milk at cost to pull in customers, then make their money elsewhere. That tends to limit how high grocers can raise their prices for milk.
The last dramatic dairy-price increases were in 2004, when — following a period of low prices — production fell and many farmers left the business, Galen said. The increase was sharp, he said.
This time, prices appear to be heading for a more sustained plateau, Galen said.
No matter, many consumers say. Similar to the way they continue to buy just as much gasoline now as they did before prices spiked this year, higher dairy prices won't change how much they buy.
Chicago interior designer Denise Olsen, 41, said as she shopped Wednesday that she won't change how much milk, cheese and yogurt her family buys.
"Gas and food are necessities, where I don't need a new pair of shorts for the summer," she said.
© 2007 The Associated Press. All rights reserved. This material may not be published, broadcast, rewritten or redistributed. Reuters contributed to this report.


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From gurgling to the first few words: early language
Between 6 to 9 months: repeated syllables
- Towards the age of 6 months, your baby enjoys repeating syllables ending in "a": "dadadada", "papapapa", "mamamama", etc. These sounds do not have a precise meaning in his mind: you are the one who will gradually give them a meaning by responding. How wonderful for him to see you arrive saying "Mummy" and that is when he will start babbling "mamamama"! He thus discovers the symbolic dimension of language: a sound corresponds to an object.


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Imagine getting up in the morning to take your loving dog for a morning walk and finding your dog throwing up, having violent attacks of diarrhea, not eating, and literally wasting away right before your very eyes.
"But how could this be? ", you may ask. "Last night my sweet loving dog was doing fine and now… is my dog poisoned, what could possibly be wrong? Oh my, this throwing up is out of control, the diarrhea won't stop!"
This could be the scene that you encounter if heaven forbid your dog contracted what is perhaps the most devastating virus a dog can contract. Canine Parvovirus can be extremely devastating to a dog, especially if the dog is attacked by the new 2c strain of Parvo, also known as the F-Strain.
The F-Strain is a much more aggressive variant of the Parvovirus. According to veterinarians the symptoms of Parvo appear in a matter of hours, not days, and if you do not rush and treat your dog it can die in as little as six hours!
How Does Canine Parvovirus Attacks Your Dog?
Parvo is a viral disease that once contracted it attacks the lining of the intestinal tract, bone marrow and immune system of dogs. Because it attacks the intestinal track it can cause vomiting (especially yellow, frothy vomit), a foul-smelling and bloody diarrhea, lethargy, depression, severe dehydration, a very high fever/chill and sudden death.
Apart from the acceleration in the rate of symptoms appearing, the best clue you have that your dog has the 2c strain instead of one of the older, more standard strains, is if he has bloody diarrhea within the first two to three hours.
Can Parvo Be Prevented?
Now, as with any other virus that could affect your dog, the best solution to keeping this scary virus from harming your sweet dog is to make sure your dog is vaccinated against this deadly virus. However you must make sure that the vaccine does in fact cover the latest 2c strain instead of just the older strains. So make sure you ask your veterinarian which strain the vaccine they will administer will protect your dog from.
As far as I have been told, "only Intervet manufactured vaccines that had been 100% challenge-tested against the 2c strain, but we've now had customers whose dogs had been vaccinated using their products, and yet still developed Parvo." (Parvo Buster)
So even though you might have done the responsible thing and taken your dog to the veterinarian to get vaccinated, your dog may still be infected by the Parvo virus. Remember, viruses are very hard to control.
What To Do If Your Dog Contracts Parvo?
"If you take your dog to the vet, it will typically cost from $500 to over $12,000 per dog, and your vet will probably only give your dog a 25% to 85% chance of survival, with 50:50 odds being the most common." (Parvo Buster)
The only other option that you have is to get a product called Parvaid. Essentially, Parvaid is an organic chemical-free solution that helps relief the symptoms of the Parvo virus. In addition to relieving the diarrhea, gas,vomiting and nausea, Parvaid will stimulate the dog's appetite.
As an organic chemical-free solution, Parvaid will not further exasperate the dogs already weakened intestine and immune system by adding harmful chemicals that often have catastrophic side effects. Note that Parvaid is not meant for taking the place of vaccinations, but rather it is the last line of defense for a dog that has already contracted the Parvo virus. Parvaid is essentially your dogs last chance for survival considering that 80% of Dogs Will Die From It if not treated immediately.
Some of the hot spots in the US are: AR, AZ, CA, CO, FL, GA, IN, KS, MS, NC, NV, OH, SC, TN, TX and WI; however, many other states and some countries such as Australia, Canada, England and others are experiencing a marked increase in the number of Canine Parvovirus cases – most likely due to this new strain.


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Eating During Pregnancy: A Labor for Dad
My wife, Constance, gave birth last month to our first child. I'm happy to say, mother and baby are doing beautifully.
I'm not doing badly myself, although the ]]>pregnancy]]> was murder on my diet. I suspect a lot of fathers-to-be go through a nutritional dip, but there's no mention of it in What to Expect When You're Expecting. Even a slim guidebook called The Expectant Father doesn't cover the male partner's eating concerns, which is why this crucial aspect of pregnancy must finally be addressed.
The First Trimester
The first five weeks went fine, as I suppose they do for most men early in pregnancy. In fact, I never ate better than I did then. Constance was feeling pretty well and was determined to follow the best nutrition protocol possible. I benefited from her carefully prepared meals of brightly colored vegetables, small amounts of meat, and a variety of starches.
Then, during week six, morning sickness set in, and all bets were off.
Dietitian's Note: It's estimated that two-thirds of pregnant women experience morning sickness and that 50%-90% experience food aversions or cravings. It is often suggested that morning sickness and food aversions may be mother nature's way of providing protection from food-borne illness and chemicals may harm the unborn baby.
I tried to continue on the good-meals track, by cooking up my "famous" meatloaf, preparing pasta primavera, broiling chicken, and serving up salads and cooked vegetables every night after work. But as Constance's nausea got worse, my efforts—and my own meals—started going south. She couldn't come to the table to eat, and there seemed to be no point to preparing decent foods for myself. Dinners became a catch-as-catch-can affair—a turkey sandwich, boxed macaroni and cheese, a half pint of ice cream eaten right out of the container.
One night I bought a jar of tomato sauce to throw over spaghetti, and Constance bolted up the stairs as I filled my plate. Her aversion to garlic—and pretty much anything that had a smell—had begun in earnest, and now my choices became more and more limited. Constance couldn't even stomach my eating the dill pickles left over from the beginning of the pregnancy, when she'd had sitcom-like cravings.
The Second and Third Trimester
According to most of the pregnancy books out there and expert organizations such as the American Pregnancy Association, morning sickness usually ends by the 12th week of pregnancy—but this wasn't the case for us. It didn't end after the twentieth week, as Allison, who had just given birth, assured Constance would happen.
For twenty-two weeks I suffered. By the end of our marathon bout of morning sickness, I was reduced to soft-serve vanilla ice cream, Mallomars, and Entenmann's Raspberry Danish Twist. It was a sorry state of affairs for all, except Ellie the dog, who loves ice cream.
Things didn't get much better for me after that. Yes, Constance's nausea had passed its peak, but not to the point that I could eat freely. One day in May I came home after work and was busted for having had pizza for lunch. (The garlic aversion lasted through the entire pregnancy.)
Lunches after that became an endless stream of peanut butter and jelly sandwiches punctuated here and there by Swiss cheese on a bagel. Breakfast was the only meal I didn't have to suffer through. It continued to consist of my usual, smell-less yogurt concoction. But dinner and after-dinner snacks remained a free-for-all, with Ellie and I going out most nights for soft-serve suppers with raspberry Danish chasers.
The Delivery
In all, 24 pounds were gained during the course of this pregnancy, 19 of them by Constance. By the time her water broke, I was more than ready for the baby to be born.
Dietitian's Note: Most women should aim to gain 25-37 pounds (11.34-16.78 kilograms)- total during pregnancy. Women who were underweight before becoming pregnant should aim to gain a bit more—28-40 pounds (12.70-18.14 kilograms), and women who were overweight before becoming pregnant should aim to gain a bit less—15-25 pounds (6.80-11.34 kilograms).
While she called the doctor to say it was time, I dutifully packed myself a labor bag that contained plenty of snacks. Our birthing class teacher had told us a lot of the husbands get faint as labor goes on because they forget to eat. Cinnamon raisin bread, bananas, some potato chips, and other assorted labor-assisting foods went in to the satchel.
Then the big event finally arrived, all 5 pounds, 12 ounces (2.61 kilograms), and 19 ½ inches of him (49.53 centimeters), and from that moment I barely had a chance to eat. I was too busy making phone calls; watching my wife and my son in awe; running back and forth to the house to walk Ellie and work at setting up the nursery; and generally going on lots of adrenalin.
I've had so little chance to catch my breath, in fact, that I've just about returned to my pre-pregnancy weight. You'd never even know I'd been expecting.
American Pregnancy Association
MyPyramid for Pregnancy and Breastfeeding
United States Department of Agriculture
Canadian Council on Food and Nutrition
Dietitians of Canada
Eating for two when you are under or ovwerweight. American Pregnancy Association website. Available at: http://www.americanpregnancy.org/pregnancyhealth/eatingfortwo.html. Accessed February 18, 2008.
Morning sickness. American Pregnancy Association website. Available at: http://www.americanpregnancy.org/pregnancyhealth/morningsickness.html. Accessed February 18, 2008.
Morning sickness is Mother Nature's way of protecting mothers and their unborn, Cornell biologists find. Cornell University website. Available at: http://www.news.cornell.edu/releases/May00/morning.sickness.hrs.html. Accessed February 18, 2008.
Nordin S, Broman DA, Olofsson JK, Wulff M. A longitudinal descriptive study of self-reported abnormal smell and taste perception in pregnant women. Chem Senses. 2004;29(5):391-402.
Please be aware that this information is provided to supplement the care provided by your physician. It is neither intended nor implied to be a substitute for professional medical advice. CALL YOUR HEALTHCARE PROVIDER IMMEDIATELY IF YOU THINK YOU MAY HAVE A MEDICAL EMERGENCY. Always seek the advice of your physician or other qualified health provider prior to starting any new treatment or with any questions you may have regarding a medical condition.
Copyright © 2007 EBSCO Publishing All rights reserved.


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As Erin put it "It is my attempt to make sense of my ancestors, their place in time, and the communities they lived in as they moved west in Canada". She had been on since August the 11th , and has written such blogs as "Vic and Cassie Lloyd", and 'The Benefits of Asking Questions and Questioning Answers".
She also does blogs on such subjects as "Friday Funny", "Saturday Surnames", and "Tombstone Tuesday Erin writes with an easy and informed style, and one hopes that she keeps up the blog so that we can learn more about Western families in Canada.
The blog is at http://beehivegenealogy.wordpress.com/.
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